MOON SHOTS FOR STRATEGY & CHANGE

Thought Leaders 2015: Roger Martin and Daniel Pink

AMBITION:

Check our inner story on strategy and change

33% SUCCESS RATE

14% FULLY ENGAGED

Facts on strategy & change

1. Leaders communicate openly about progress.

2. Everyone can see how own work relates to vision.

3. Leaders role-modelled the behaviour changes.

4. All personnel adapt their day-to-day capacity to changes in customer demand.

5. Senior managers communicated openly about implications for individuals’ day-to-day work.

6. Everyone is actively engaged in identifying errors before they reach customers.

7. Best practices are systematically identified, shared and improved.

8. The organisation develops its people so that they can surpass expectations for performance.

9. Managers know that their primary role is to lead and develop their teams.

10. Performance evaluations held initiative leaders accountable for their transformation contributions.

11. Leaders used a consistent change story to align organisation around the transformation’s goals.

12. Roles and responsibilities in the transformation were clearly defined.

13. All personnel are fully engaged in meeting their individual goals and targets.

14. Sufficient personnel were allocated to support initiative implementation.

15. Expectations for new behaviours were incorporated directly into annual performance reviews.

16. Key roles for the transformation were held by employees who actively supported it.

17. Change goals were adapted for relevant employees.

18. Initiatives were led by line managers as part of their day-to-day responsibilities.

19. The organisation assigned high-potential individuals to lead the transformation.

20. A capability-building programme was designed to enable employees to meet transformation goals.

21. Teams start each day with a formal discussion about the previous day’s results and current day’s work.

22. A diagnostic tool helped quantify goals.

23. Leaders of initiatives received change-leadership training during the transformation.

24. A dedicated organising team centrally coordinated the transformation.

The 24 practical actions to beat the Transformation odds

Source: McKinsey & Company Quarterly, survey 2015

1. Improvement

projects

A new change reality…

2. Transformation

program

3. Hyper change

CHANGING THE WAY WE STRATEGISE & CHANGE

Her skal der vælges et af de tre billeder – som bliver full screen

DOGMA 95 - Let’s blow up the film industry

DOGMA 95

“Jørgen Leth video”

ROGER MARTIN Where does Strategizing need to change?

What is strategy and execution? Early prototyping Cascading choices for change Rationality vs. creativity

DANIEL PINK What must change in the way we motivate? What motivates people? Engagement

= Autonomy x Mastery x Purpose Let’s get real

“ ” rules ver. 1.0

Challenge what we

always do

2015 - Rules design criteria's

Concrete and simple –

clear yes or no

Bold and obstructing

– not to easy

Drive impact, authenticity

and engagement

1 2 3 4

I swear to submit to the following set of rules for “strategy and change projects” drawn up and confirmed by Dogma for Change 2015: 1. Projects must have a prototype ready within 30 days. Short & Fat. 2. Steering comitees and project offices are not allowed. Leaders Own It. 3. Communication must be done by own leader and face-to-face. No PowerPoints allowed.. 4. The word ”Execution” is forbidden. Leaders must ”frame key choices” to next level in the organisation. 5. Future ”new behaviour” decisions affecting others cannot be done without involving them. Co-create. 6. Importance and engagement must be measured monthly and acted upon. Keep passion alive. Why: Simplicity, faster change, more impact, more engagement, more authenticity and honesty.

Prototype: Dogma for Change 2015

Key challenge:

70% say “I get it” &

25% say “My people get it”

The world is there to Change.